Culture Club

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string(19) "2014-06-23 06:59:35"
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string(3405) "Employee engagement is a critical factor in driving business profitability and reducing the cost of disengagement such as absenteeism and staff turnover.
In its “2012 Global Workforce Study” Towers Watson surveyed over 32,000 employees across 50 businesses in 30 countries. The surveys found that companies with low engagement scores had an average operating margin less than 10%.
Those with high traditional engagement had a slightly higher margin of 14 percent. Companies with the highest “sustainable engagement” scores had an average one-year operating margin of 27%. Companies with higher engagement scores had on average 17% higher engagement scores than those with average engagement scores.
At Cox Purtell we try to proactively understand our own employee engagement to ensure that we drive a culture that allows us to deliver on the promises of our brand.
To this end, we recently ran a short employee engagement survey using a Melbourne based HR firms new platform. We used the Engagement Survey which provided us with results in real time with no waiting around for reports.
The short 15-question survey took most people less than 4 minutes to complete and enabled us to take a look at our engagement levels as well as other factors such as leadership, enablement, alignment and development.
So what did we find?
Overall, our employee engagement levels were quite good, hovering around the global average for smaller fast growing companies. We also scored nearly 90% on whether employees would recommend us as a great place to work. This translates to a strong employee Net Promoter Score (eNPS) which is based on this question.
We found that we had some great strength in learning and development with employees feeling like we provide a great place to make a contribution to their development and that they know what they need to do to be successful in their roles.
And we learned, like many other companies, there are some areas of communication, recognition and resourcing for some employees that we can improve on.
However, gathering information is one thing; essentially what it comes down to is…. What are you going to do with this information?
My Directors here are very aware of the involvement, continuous development and collaboration that’s needed for a small team and they actively involve us in.
And yes, as much as this survey did give them an understanding of ‘their people’– As good leaders, they would proactively ensure we were engaged and involved us in new operational initiatives. They realise that it’s continually about the cleansing of a culture, and not always necessarily to change.
In sourcing employees for our clients we place a high priority in ensuring culture and brand fit to ensure new hires fit in and also actively promote and enhance the culture and brand at their new company.
‘Culture Fit’ is the number 1 hire rule."
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string(44) "‘Culture Fit’ is the number 1 hire rule."
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http://www.coxpurtell.com.au/blog/why-you-should-never-stop-learning/"
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Employee engagement is a critical factor in driving business profitability and reducing the cost of disengagement such as absenteeism and staff turnover.

In its “2012 Global Workforce Study” Towers Watson surveyed over 32,000 employees across 50 businesses in 30 countries. The surveys found that companies with low engagement scores had an average operating margin less than 10%.

Those with high traditional engagement had a slightly higher margin of 14 percent. Companies with the highest “sustainable engagement” scores had an average one-year operating margin of 27%. Companies with higher engagement scores had on average 17% higher engagement scores than those with average engagement scores.

At Cox Purtell we try to proactively understand our own employee engagement to ensure that we drive a culture that allows us to deliver on the promises of our brand.

To this end, we recently ran a short employee engagement survey using a Melbourne based HR firms new platform. We used the Engagement Survey which provided us with results in real time with no waiting around for reports.

The short 15-question survey took most people less than 4 minutes to complete and enabled us to take a look at our engagement levels as well as other factors such as leadership, enablement, alignment and development.

So what did we find?

Overall, our employee engagement levels were quite good, hovering around the global average for smaller fast growing companies. We also scored nearly 90% on whether employees would recommend us as a great place to work. This translates to a strong employee Net Promoter Score (eNPS) which is based on this question.

We found that we had some great strength in learning and development with employees feeling like we provide a great place to make a contribution to their development and that they know what they need to do to be successful in their roles.

And we learned, like many other companies, there are some areas of communication, recognition and resourcing for some employees that we can improve on.

However, gathering information is one thing; essentially what it comes down to is…. What are you going to do with this information?

My Directors here are very aware of the involvement, continuous development and collaboration that’s needed for a small team and they actively involve us in.

And yes, as much as this survey did give them an understanding of ‘their people’– As good leaders, they would proactively ensure we were engaged and involved us in new operational initiatives. They realise that it’s continually about the cleansing of a culture, and not always necessarily to change.

In sourcing employees for our clients we place a high priority in ensuring culture and brand fit to ensure new hires fit in and also actively promote and enhance the culture and brand at their new company.